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Module1 Critical Assignment I(2)

Module1 Critical Assignment I(2)

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Published by: NOOR AHMED on Mar 31, 2011
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Amy Anderson 3/31/2011High Performance Management Module I Managing Internal Processes
An Examination of Information Technology’s Impact on the Value of Informationand Expertise: Implications for Organizational Change
In my view, (Sampler & Short), I agree projects fail due to weak couplingbetween reengineering project objectives, and firm’s general business and informationsystem planning agenda (1994). Sampler, Short and Earl published a journal withevidence from field studies. One of their case studies was Property and CasualtyInsurance that illustrated the dependency of the business and IS professionals (Earl,Sampler & Short, 1995). I was the development lead in a reengineering project, whichinvolved building a new application and installing a vendor supplied application with allnew business process built around the application for producing external communication.My beliefs were that the project should have started with the business process, and thendetermine the software requirements. Senior management dictated the software;therefore it enforced the negativity of the employees (Belasen, 2000 p. 189).The article did not address the question that the senior leaders never asked is “dostaff members have the expertise to perform in an increasingly complex technicalenvironment?” (Ryans, 1995, p. 68). In my experience with reengineering the business,users needed to be computer savvy; they could not be paper pushers any more. Theyneeded to have training to look for error in reports, troubleshooting skills, create simple if statements, create formulas, familiarize them with the tool, and comprehend the entirenew process with understanding the consequences of each step. The new tool put a lotmore responsibility back onto the business, but they were not ready for the object-oriented software. The users were sent out for all kinds of training including some
 
Amy Anderson 3/31/2011High Performance Management Module I Managing Internal Processesprogramming and training on the new software. This created frustration with the usersand showed their unwillingness to use the new software in production.
Expertise and Information
Sampler and Short (1994), relates to the success of reengineering in terms of howlong a firms expertise and information is needed to meet the company’s competitiveposition (p. 63). They divide all reengineering projects into four quadrants, longexpertise and information, short expertise and information, long expertise and shortinformation, and short expertise and long information. Long expertise and information isthe back office functions such as accounts payables, accounts receivable and generalledger. Sampler and Short believe that reengineering projects involving these types of functions are the popular success stories (Sampler & Short, 1994 p. 65). In my view, thisis true in every finance-reengineering project I have been involved in. I have beeninvolved in a replacement of our finance application, which included purchasing, and itwas a success. The finance staff is very computer savvy and can handle change easily.Ford Motor Company’s effectively reengineered their accounts payable system andreducing their accounts payable staff by 75 percent (Belasen. 2006).Short expertise and information happens when there is a high degree of autonomythroughout the firm (Sampler & Short, 1994, p. 68). Sampler and Short do not say whatthe success rate of this type of organization is because there is no structure to redefine inthis type of firm. I commend the authors for admitting they did not find any supportingresearch for short expertise and information. They did say there would be future researchon this subject (Sampler & Short, 1994, p. 69).
 
Amy Anderson 3/31/2011High Performance Management Module I Managing Internal ProcessesLong expertise and short information represents time sensitive information(Sampler & Short, 1994, p. 65). The increase of IT in this quadrant is very important toreduce the time it takes to process large amounts of data in a short period of time. In thisquadrant the stakeholders have the decision rights; but the effect of IT has the potential todestroy such positional derived authority (Sampler & Short, 1994, p. 67). I agree withSampler and Short (1994), I have experienced a reengineering project that failed due toIT dictating the tools, software, data flow, server platform and database that should beused to process the data quickly. The mission statements of the project read thefollowing “Seamlessly re-engineer the document creation process to dynamicallygenerate external communications in a simplified and re-usable format.” By nature thesoftware that was chosen to create the documents was object-oriented, which means itwas re-usable. The software satisfied the re-usability objective, but IT complicated thedata flow process by building all the “what if’s” without really knowing if there wouldever be a need to re-use the data after it was delivered to the customer. The process todeliver a simple letter to a customer took longer than the original process did; thereforethe sponsors are using the object- oriented software supplied by the vendor but not usingthe process to get the data build by their internal IT department. I considered the projecta failure since the sponsors are not using the delivered process. Sampler and Short giveexamples of stock trading firms that have invested in IT to improver their ability toexecute faster trades (Sampler & Short,1994, p. 66). In the successful example of reengineering of Property and Casualty Insurance, IT came to the table as analysislistening to the business needs and in my example IT came to the table with their ownagenda (Earl, Sampler, & Short, 1995).

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